UNIT- 4

 MOTIVATION

1. Meaning of Motivation
Motivation is the inner drive that pushes a person to take action and achieve goals. It is what
makes people work hard, stay focused, and keep going even when things are difficult.

Example: A student studies hard for an exam because they want good grades.

2. Types of Motivation
1. Intrinsic Motivation (Internal Motivation)
o Comes from inside a person.
o Driven by passion, enjoyment, or personal satisfaction.
o Example: A person plays the guitar because they love music.
2. Extrinsic Motivation (External Motivation)
o Comes from outside rewards or pressures.
o Driven by money, prizes, recognition, or fear of punishment.
o Example: An employee works extra hours to get a bonus.

3. Importance of Motivation
 Helps people achieve goals.
 Increases effort and persistence
 Boosts confidence and productivity
 Encourages learning and skill development

4. Process of Motivation
Motivation follows a step-by-step process:

1. Need → A person feels a lack of something. (Example: Feeling hungry.)

2. Drive → The person takes action to satisfy the need. (Example: Looking for food.)
3. Goal → The need is fulfilled. (Example: Eating food to feel full.)
5. Theories of Motivation

A. Maslow’s Hierarchy of Needs

Maslow’s theory explains that people have five levels of needs, and they must satisfy lower-
level needs before moving to higher-level needs. The needs are arranged in the form of a
pyramid.

Five Levels of Maslow’s Hierarchy of Needs

1. Physiological Needs (Basic Needs)

 These are the essential needs required for survival.

 Examples: Food, water, air, sleep, shelter.
2. Safety Needs (Security Needs)

 People want to feel safe and secure in their lives.

 Examples: Job security, health, protection from danger, financial stability.

3. Social Needs (Love & Belongingness Needs)

 People need relationships and connections with others.

 Examples: Family, friends, love, teamwork, so
social interactions.

4. Esteem Needs (Self-Respect

Respect & Recognition)

 People want to feel respected, valued, and confident

confident.
 Examples: Achievements, status, recognition, self
self-confidence.

5. Self-Actualization
Actualization Needs (Personal Growth & Fulfillment)

 This is the highest level, where a person reaches their full potential.
 Examples: Creativity, personal growth, pursuing passions, achieving life goals.

B. Herzberg’s Two-Factor
Factor Theory
Herzberg’s Two-Factor
Factor Theory of motivation was developed by Frederick Herzberg.
Herzberg It
explains that two types of factors affect employee motivation and job satisfaction:

1. Hygiene Factors – These prevent dissatisfaction but don’t motivate employees.

2. Motivational Factors – These encourage employees to work harder.

 Two Factors in Herzberg’s Theory

1. Hygiene Factors (Cause Dissatisfaction if Missing)
 These factors do not increase motivation, but their absence causes unhappiness at work.
 Example: If salary is low, employees feel unhappy, but a high salary alone does not make
them highly motivated.

Examples of Hygiene Factors:

✔ Salary and benefits
✔ Company policies
✔ Job security
✔ Working conditions
✔ Relationship with manager and coworkers

2. Motivational Factors (Increase Satisfaction & Motivation)

 These factors truly motivate employees to perform better.
 They are related to the nature of the job and personal growth.
 Examples:
o Achievement
o Recognition
o Growth & advancement
o Meaningful work
o Responsibility

Present? → Employee is motivated.

Missing? → Employee is not motivated but not necessarily unhappy.

C. McClelland’s Theory of Needs

McClelland’s Theory of Needs (also called the Three-Needs Theory) was developed by David
McClelland. It explains that people are motivated by three main needs:

1. Need for Achievement (nAch) – Desire to succeed and accomplish goals.

2. Need for Affiliation (nAff) – Desire to build relationships and be liked.
3. Need for Power (nPow) – Desire to influence and control others.
Three Needs in McClelland’s Theory
1. Need for Achievement (nAch)
 People with a high need for achievement set challenging goals and take responsibility.
 They prefer tasks where success depends on their skills, not luck.
 Example: An entrepreneur working hard to build a successful business.

2. Need for Affiliation (nAff)

 People with a high need for affiliation seek social connections and harmony.
 They enjoy teamwork and avoid conflicts.
 Example: A teacher who values friendly relationships with students and colleagues.

3. Need for Power (nPow)

 People with a high need for power want to influence and lead others.
 They enjoy competition and authority.
 Example: A politician or a manager who enjoys making decisions and leading teams.

Importance of McClelland’s Theory

 Helps companies understand what motivates employees.
 Useful for assigning the right roles to employees (e.g., leaders should have a high need
for power).
 Encourages personal growth by identifying what drives a person’s success.
D. Self-Determination Theory (SDT)

The Self-Determination Theory (SDT) was developed by Edward Deci and Richard Ryan. It
explains that people are motivated by their internal desires rather than external rewards.

This theory focuses on intrinsic motivation (doing something because you enjoy it) rather than
extrinsic motivation (doing something for rewards or pressure).

Three Basic Psychological Needs in SDT

1. Autonomy (Need for Control)

 People want to make their own choices and have control over their actions.
 When people feel they have autonomy, they are more motivated and engaged.
 Example: A student enjoys learning a subject more when they can choose how to study
it.
2. Competence (Need for Mastery)
 People want to feel capable and skilled at what they do.
 When people improve their abilities, they feel more confident and motivated.
 Example: A gamer feels more motivated to play when they get better at the game.

3. Relatedness (Need for Connection)

 People need to feel connected and valued by others.
 Having positive relationships increases motivation and happiness.
 Example: Employees work harder when they feel supported by their team.

Importance of Self-Determination Theory

 Helps increase motivation in workplaces, schools, and personal life.
 Encourages personal growth and well-being.
 Shows that internal motivation (passion, interest) is stronger than external rewards
(money, prizes).

E. Self-Efficacy Theory

The Self-Efficacy Theory was developed by Albert Bandura. It explains that a person’s belief
in their own ability to complete tasks and overcome challenges affects their motivation and
performance.

 High self-efficacy → More confidence, effort, and persistence.

 Low self-efficacy → Fear of failure, low motivation, and giving up easily.

Example: A student who believes they can solve math problems will practice more and perform
better.
Sources of Self-Efficacy
1. Mastery Experiences (Past Success)
 Success in past tasks boosts confidence, while failure lowers it.
 Example: If you have successfully given a presentation before, you will feel confident
about doing it again.

2. Vicarious Learning (Watching Others)

 Seeing someone similar to you succeed increases your belief that you can do it too.
 Example: Watching a friend start a business and succeed may encourage you to do the
same.

3. Verbal Encouragement (Positive Feedback)

 Motivational words from others increase confidence.
 Example: A coach telling an athlete, “You can do this!” makes them believe in their
abilities.

4. Emotional and Physical State (Stress & Mood)

 Feeling calm and positive improves self-efficacy, while stress and anxiety reduce it.
 Example: A student with test anxiety may doubt their ability, even if they are well-
prepared.

Importance of Self-Efficacy Theory

 Helps people stay motivated and achieve goals.
 Encourages hard work, persistence, and resilience.
 Useful in education, sports, business, and personal growth.

F. Vroom’s Expectancy Theory

The Expectancy Theory was developed by Victor Vroom. It explains that people are motivated
to work when they believe that their efforts will lead to good results and rewards.
Formula:
Motivation = Expectancy × Instrumentality × Valence

This means motivation depends on three key factors:

1. Expectancy (Effort → Performance) – "Can I do this task well?"

2. Instrumentality (Performance → Reward) – "Will I get a reward if I do well?"
3. Valence (Value of Reward) – "Do I even want this reward?"

Three Key Components of Vroom’s Theory

1. Expectancy (Effort → Performance)
 A person must believe that putting in effort will lead to success.
 Example: A student will study hard if they believe it will help them score well.

2. Instrumentality (Performance → Reward)

 A person must believe that good performance will be rewarded.
 Example: An employee will work harder if they believe that good work will get them a
promotion.

3. Valence (Value of Reward)

 The reward must be something the person values.
 Example: If an employee prefers time off instead of a bonus, money may not motivate
them.

3. Importance of Vroom’s Expectancy Theory

 Helps managers design better reward systems.
 Encourages employees to perform better when they see a clear link between effort,
performance, and rewards.
 Shows that different people are motivated by different rewards.
G. Equity Theory

The Equity Theory was developed by J. Stacy Adams. It explains that people feel motivated
when they believe they are treated fairly compared to others.

 If people think they are rewarded fairly for their work, they stay motivated.
 If they feel under-rewarded, they may lose motivation or feel frustrated.
 If they feel over-rewarded, they may feel guilty or work harder to balance it.

Example:
If two employees do the same job but one gets a higher salary, the other may feel demotivated
and believe they are being treated unfairly.

Key Elements of Equity Theory

1. Inputs (What You Give)
 The effort, skills, experience, and time a person invests in their job.
 Example: Hard work, education, creativity.

2. Outputs (What You Get)

 The rewards a person receives in return for their efforts.
 Example: Salary, promotions, recognition, benefits.

3. Comparison (Fairness Check)

 People compare their input-output ratio with others.
 If they find it fair, they stay satisfied; if not, they feel inequality and react.

Reactions to Inequality
1. Under-Rewarded (Feeling Unfairly Treated)
 Leads to anger, reduced motivation, or quitting the job.
 Example: An employee works hard but gets paid less than others.
2. Over-Rewarded (Feeling Overpaid)
 May lead to guilt or working harder to restore balance.
 Example: A worker getting a higher bonus than others may feel pressure to perform
better.

Importance of Equity Theory

 Helps managers create fair reward systems to keep employees motivated.
 Encourages equal treatment and workplace satisfaction.
 Reduces employee turnover and dissatisfaction.

H. Reinforcement Theory

The Reinforcement Theory was developed by B.F. Skinner. It explains that people’s behavior
is shaped by rewards and punishments. If a behavior is followed by a reward, it is likely to be
repeated. If it is followed by a punishment, it is less likely to happen again.

Example: If an employee gets a bonus for good performance, they will continue working hard.
If they get a penalty for being late, they will try to be on time.

Four Types of Reinforcement

1. Positive Reinforcement (Reward for Good Behavior)
 Giving rewards to encourage good behavior.
 Example: A student gets praise for completing homework on time.

2. Negative Reinforcement (Removing Discomfort)

 Removing something unpleasant to encourage good behavior.
 Example: A manager stops micromanaging when an employee starts working efficiently.
3. Punishment (Discouraging Bad Behavior)
 Giving a penalty to reduce bad behavior.
 Example: A worker is fined for violating company rules.

4. Extinction (Ignoring Bad Behavior)

 Not giving any response to reduce unwanted behavior.
 Example: A teacher stops giving attention to a student who misbehaves to discourage
them.

Importance of Reinforcement Theory

 Helps managers and leaders influence employee behavior.
 Encourages good habits and reduces unwanted behavior.
 Used in schools, workplaces, and everyday life to shape behavior.